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					                                    Opportunity & Challenge Profile

                                              Search for the
                             Dean of the College of Urban and Public Affairs
                                        Portland State University
                                           Portland, Oregon

Portland State University (PSU), a thriving public university based in downtown Portland, Oregon, seeks
a dynamic, experienced academic leader to serve as Dean of the College of Urban and Public Affairs
(CUPA) which comprises the School of Community Health, the Mark O. Hatfield School of Government,
and the Nohad A.Toulan School of Urban Studies and Planning. The College seeks an outstanding
individual who can exercise a combination of leadership, imaginative vision, and administrative skills in
guiding the College, which is at the heart of PSU’s urban engaged mission. Candidates should
demonstrate a commitment to educational excellence and to diversity.

Comprising seven schools and colleges, PSU is the largest academic institution in the Oregon University
System and is one of the 100 largest public universities in the nation, enrolling 29,524 students in 99
bachelor’s, 89 master’s, and 38 doctoral programs. The University was designated as one of the top ten up
and coming institutions in the country in 2012 by US News and World Report. PSU stands at a
remarkable moment in its history: led by a predominantly new senior leadership team, the institution is
making excellent progress toward its compelling vision of becoming a globally distinguished urban
research university. At the same time, as a result of recently enacted legislation, PSU and other
universities and community colleges in Oregon have attained unprecedented operational and financial
autonomy, which brings significant opportunities as well as new demands and challenges. From a vibrant
campus spanning 50 buildings in downtown Portland, PSU is an integral part of the Metro area and
maintains more than 1,000 community partnerships. Portland is thriving and growing as an influential and
progressive city and a laboratory for urban study and engagement of all kinds. Due to its breadth of
scholarship, its engagement in the community and its civic commitment, the College of Urban and Public
Affairs plays a leading role in defining PSU as an integral component of and resource for Portland,
highlighting the city’s partnership with higher education. The program in public administration (Hatfield)
ranks in the top 37 and urban planning (Toulan) in the top 20, according to USNWR.

The successful candidate for the Dean position will be a gifted academic leader and outstanding
administrator who can inspire this unique College to continue to evolve and play a vital role within PSU,
the city, region, Pacific Northwest and Pacific Rim. Reporting to the Provost, the Dean of the College of
Urban and Public Affairs will serve as a key member of the University’s senior academic leadership team
and will play an important role in helping PSU achieve its strategic vision and maintain its visibility. The
Dean will address a set of critical opportunities and challenges, which include: elevate CUPA’s identity as
leader of the University’s urban theme; shepherd CUPA through transition and identify opportunities for
growth and curricular innovation; lead CUPA’s enrollment management strategy in a new budgetary
context; lead student, faculty, and staff recruitment, support, and success; strengthen internal

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management, alignment, and communication; and translate external connections into fundraising
opportunities.

A list of the desired qualifications and characteristics of the Dean can be found at the conclusion of this
document, which was prepared by the Search Advisory Committee and Isaacson, Miller, a national
executive search firm, to provide background information and detail the key opportunities and challenges
related to the position. All confidential applications, inquiries, and nominations should be directed to the
parties listed at the conclusion of this document.

About Portland State University

“The mission of Portland State University is to enhance the intellectual, social, cultural and economic
qualities of urban life by providing access throughout the life span to a quality liberal education for
undergraduates and an appropriate array of professional and graduate programs especially relevant to
metropolitan areas. The University conducts research and community service that support a high quality
educational environment and reflect issues important to the region. It actively promotes the development
of a network of educational institutions to serve the community...” 1

Founded in 1946, Portland State University (PSU or Portland State) was hailed by The Princeton Review
as one of the best colleges and universities in the West in 2010. The university is accredited by the
Northwest Commission on Colleges and Universities and encompasses seven primary divisions: the
College of Liberal Arts & Sciences; College of Urban & Public Affairs; Graduate School of Education;
Maseeh College of Engineering and Computer Science; School of Business Administration; the College
of the Arts; and the School of Social Work. A Carnegie Doctoral Research University (High Intensity),
PSU has seen continual growth in its sponsored research in recent years, with $ 67.4million in research
expenditures in fiscal year 2012. Prominent among these is a growing strategic alliance with Oregon
Health and Science University (OHSU). To learn more about Portland State, please visit www.pdx.edu.

Located in the heart of Portland, Oregon, one of the nation’s most livable cities, PSU operates as part of
the Oregon University System (OUS), a network of seven universities and one branch campus located
across the State of Oregon. 2 PSU also maintains close partnerships with the state’s seventeen community
colleges. As the state’s urban public university, PSU provides professional education to thousands of
Oregonians who want to update their skills or change careers, and applies research to problems of interest
to the city, region, and global society. PSU has developed strengths in research related to public
administration, business administration, nanotechnology, sustainability in the built environment,
transportation, biotechnology, and other emerging fields.

Portland State University has a longstanding tradition of instruction and research aimed at developing
healthy, vibrant cities, through its interaction with and service to the Portland Metropolitan Region and
promotion of community engagement to address issues of sustainability, K-12, health, and diversity. “Let
knowledge serve the city” is the University’s motto, and its promise extends from the metropolitan area to

1. http://www.pdx.edu/mission.html

2. The other OUS institutions are Eastern Oregon University, Oregon Institute of Technology, Oregon State
University, Southern Oregon University, University of Oregon, and Western Oregon University. Portland also serves
as the home of Oregon Health & Science University, (the public medical and health university), which is located
near to PSU. The OUS enrolls over 101,000students; the System is home to a full-time instructional faculty of
nearly 3000 scholars, whose academic work spans hundreds of disciplines. For more information about the OUS,
please see www.ous.edu



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research and service contributions globally. Upon his arrival in 2008, President Wim Wiewel re-
confirmed the commitment to this purpose and developed a strategic vision structured around five key
themes: to provide civic leadership through partnerships; improve student success; enhance educational
opportunity; expand resources and improve effectiveness; and achieve global excellence. President
Wiewel has been appointing new members to create an outstanding senior leadership team to further this
mission, including a Vice President for Research and Strategic Partnerships; a Chief Diversity Officer; a
Vice President of Advancement; and a Director of the Institute for Sustainable Solutions. Most recently,
Sona Andrews joined the team as Provost and Vice President for Academic Affairs from her former role as
vice chancellor for academic strategies for the Oregon University System (OUS).

Key strengths of the University which support the presidential themes include a downtown campus in one
of the most socially progressive, ethnically diverse cities in the Pacific Northwest; a major collaboration
with Oregon Health Science University (OHSU) that will bring both institutions together in a new
OHSU/Oregon University System Life Science Complex, in Portland’s South Waterfront area; the
development of strong international programs capitalizing on PSU’s access to the Pacific Rim; an
established platform of partnerships with K-12 schools and other universities; and an exceptionally
dedicated faculty providing community-based learning, excellent teaching and expansive opportunities
for multi-disciplinary research.

PSU has 1,775 faculty members, including 918 non-instructional faculty; and 624 staff members. The
University enrolls 23,397 undergraduate and 6,127 graduate students, roughly 58% of whom are enrolled
on a full-time basis. PSU is the most diverse institution in the Oregon University System 3, and the
University offers a relatively affordable 4, accessible education for students of all ages. PSU is home to a
vibrant community of students, who participate in dozens of student organizations and compete in 15
NCAA Division 1 intercollegiate varsity sports teams. In the past few years, to improve access and
enhance the student experience, the university has:

        •        Improved online programming to ensure students with limited time or transportation
        or other needs can access PSU classes remotely.
        •        Taken steps to improve student retention by instituting mandatory freshman and
        transfer orientation and advising, increasing the use and rigor of writing and math placement
        testing, and requiring students to declare a major by the end of sophomore year.
        •        Established a Last Mile Committee to assist undergraduate students who have
        dropped out of PSU with only a term or two needed to earn a degree.
        •        Improved student housing and the on-campus experience, including opening a
        Campus Recreation Center and the College Station residential housing.
        •        Hired a Chief Diversity Officer (CDO) and developed new training programs for
        campus members; expanded relationships with the broader Portland community; and
        recruited more foreign students as part of an effort toward internationalization of the student
        body through enhanced outreach efforts.




3. As of Fall 2012, the composition of students by ethnicity was: Asian/Pacific Islander (8%); Black/Non-Hispanic
(3%); Hispanic/Latino (8%); Native American (1.5%); International 7%; 3.5% multiple ethnicities; White 65%;
Other/Unknown 4%.

4. Estimated tuition from 2012-2013: $7,653 resident undergraduate; $13,395 resident graduate; $22,863
nonresident undergraduate; and $20,235 nonresident graduate students.


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Research funding at PSU has increased by roughly 50% in the past five years 5, and the University has
also expanded its translational research activities. The emphasis on strategic research growth is evident in
the creation of a Vice President for Research and Strategic Partnerships position. While PSU faculty have
traditionally worked with a high degree of autonomy, recent internal incentive programs and funding
opportunities have increasingly brought researchers together through cross-disciplinary, team-based
initiatives, many based in PSU’s research centers and institutes.6

PSU has a tradition of community service and aims to provide students with real-world experience
through internships, service-based learning, and other engagements; a recent Princeton Review book,
Colleges with a Conscience: 81 Great Schools with Outstanding Community Involvement, cited PSU for
its service-learning programs. A report released by the Association of American Colleges and
Universities, “College Learning for the New Global Century,” recognized PSU as a leader in fostering
civic, intercultural, and ethical learning. PSU is a key participant in a range of community and statewide
initiatives, including P-20 Cradle to Career, which seeks to develop community consensus around a set of
educational and student support goals, and the Exito (Latino/Latina Student Success) project, focused on
ensuring that Latino and Latina young people in the Portland area have equal access to a college
education. The University has significantly increased the number of service learning courses offered to
students. During the 2011-2012 academic year, over 7,500 undergraduate and graduate students enrolled
in these classes, a 2.6% increase since 2007-2008. Additionally, 35% of PSU faculty taught service
learning or community based learning courses at PSU during 2011-2012.

PSU has a strong reputation for its programs in sustainability as cited by the Princeton Review in
recognition of such features as the Institute for Sustainable Solutions, a $25 million sustainability grant
from the James F. and Marion L. Miller Foundation, significant federal funding received for green
building labs and the new LEED gold-certified student recreation center. For more on PSU and its
initiatives, see Appendix I.

About the College of Urban and Public Affairs

The College of Urban and Public Affairs (CUPA), established in 1976, is home to three exciting and
highly regarded schools: the School of Community Health, the Mark O. Hatfield School of Government,
and the Nohad A. Toulan School of Urban Studies and Planning; and 12 centers and institutes focusing on
research and public service. Strategically located in the center of downtown Portland, in a state where
land-use planning, transportation, environmental aspects of urban growth, community policing, low-
income housing, solid waste recycling, and community engagement are a model for the nation, the
College has on its doorstep the perfect applied lab for groundbreaking work on government, health, and
planning issues. Nine degrees are offered across the bachelors’, masters’, and doctoral levels and the
College currently has an enrollment of approximately 1600 students. Since its founding, CUPA has
awarded more than 7,300 degrees, slightly more than 40% being masters or doctoral level. Degrees
offered include: bachelors in Criminology and Criminal Justice, Health Studies, Community
Development, and Political Science; masters in Health Studies, Public Administration, Public Health,
Urban and Regional Planning, Political Science, Criminology and Criminal Justice, and Urban Studies;


5. Roughly 36 percent of the 2012 grants went to faculty in the College of Liberal Arts and Sciences; another 21
percent was split between the Maseeh College of Engineering (13 percent) and Computer Science and the College of
Urban and Public Affairs (8 percent). Primary sources of research awards were the federal Department of Health and
Human Services ($18.5million), the National Science Foundation ($ 7.1million), the Department of Education ($6.7
million), the Department of Defense ($5.5million), and the Department of Transportation ($4.0million).

6. For more about these centers and institutes, please see Appendix I.



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and doctorates in Urban and Public Affairs & Policy and in Urban Studies. The Oregon M.P.H. degree
represents a unique collaborative effort offered in cooperation with the Oregon Health and Science
University.

The College has an excellent core of 72 faculty and also a substantial number of adjunct faculty from the
community that supplement its teaching program and bring a wealth of experience to the classroom. The
College is a significant force in shaping the future of cities in Oregon and around the country. Through the
research and teaching of the faculty, CUPA aspires to contribute to a comprehensive understanding of the
issues and challenges facing a rapidly urbanizing world. The College is uniquely situated to make a
significant contribution through extensive multi-disciplinary approaches to the development of new
knowledge and the translation of this knowledge for the public benefit. Since 1976 CUPA has awarded
more than 7,300 degrees, slightly more than 40% being masters or doctoral level. Its graduates can be
found in various planning, governance, administration, criminal justice and health positions around
Portland, the metropolitan region, the state, and country.

Nohad A. Toulan School of Urban Studies and Planning

The Toulan School of Urban Studies and Planning is the nation’s oldest continuously operating
instructional program in urban studies. Graduates can be found in public, private, and non-profit planning
offices throughout North America and around the globe. The mission of the school is to assist in the
development of healthy communities through an interdisciplinary program of teaching, research, and
public service. For more information, visit www.pdx.edu/usp.

Mark O. Hatfield School of Government

The Mark O. Hatfield School of Government is one of the largest public policy schools in the country.
Students participate in highly acclaimed programs in public administration, non-profit management,
public health, political science, and criminology and criminal justice. The mission of the school is to
attract, prepare, and renew leaders and managers for public service and non-profit service. Faculty and
students of the Hatfield School of Government are involved in projects that involve public policy and
administration, civic leadership, and criminal justice. The Division of Criminology and Criminal Justice
provides students the opportunity to complete their bachelor’s degree or post-baccalaureate certificate in
an innovative, fully online program. To learn more, see www.pdx.edu/hatfieldschool.

School of Community Health

The School of Community Health offers programs for professional careers in health education, health
promotion, and a variety of health-related fields. The mission of the school is to promote the public’s
health and well-being through multidisciplinary education, research, and service. With plans for a new
joint PSU/OHSU School of Public Health, related programs throughout the University may
eventually migrate to the new College. For more, visit www.pdx.edu/sch

Institutes and Centers

Sixteen research and public service institutes and centers support CUPA’s curricular programs and provide
opportunities for faculty and student research and service. Four are housed in the Dean’s office: the
Institute of Portland Metropolitan Studies, the Population Research Center, the Initiative on Triple Bottom
Line Development and the Northwest Economic Research Center. Within the Hatfield School are Oregon
Solutions, the National Policy Consensus Center, the Criminal Justice Policy Research Institute, the
Institute for Tribal Government, the Center for Women, Politics, and Policy and the Center for Public

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Service. In the Toulan School are the Center for Real Estate, the Center for Transportation Studies, the
Center for Urban Studies, and the Initiative for Bicycle and Pedestrian Innovation. The School of
Community Health houses the Institute on Aging and the Center for Public Health Studies. For more
information, see http://www.pdx.edu/cupa/centers-and-institutes.

CUPA is nationally recognized for its leadership on regional issues and its close working relationships
with various communities. The Oregon approach in public transportation, land use planning, and
protection of the environment is a model for the nation, and Portland boasts the only elected regional
government in the country. The other fields, the Oregon Health Plan and Portland’s experiment with
community policing are equally significant. The College also has a significant international presence in
programs and partnerships throughout the world. Capitalizing on this rich professional environment, the
curriculum combines the traditional emphasis on scholarly inquiry with innovative approaches that allow
students to engage in community-based experience and to access leaders throughout Oregon. In addition
the College’s expertise has direct relevance on campus, and uses it as a laboratory in numerous ways. The
College is housed in the Urban Center, a state of the art mixed-use building and concourse which includes
a distance learning center, the University bookstore, a public plaza, and a street car line. The Urban
Center is located a short walking distance from City Hall and other governmental facilities and the
downtown Portland business district.

Role of the Dean of the College of Urban and Public Affairs

The Dean is the chief academic and executive officer for the College and reports directly to the Provost.
The Dean is responsible for improving and promoting the quality and effectiveness of the College’s
teaching, research, and service missions. The Dean needs to be able to perform effectively in a complex
environment, with an array of unionized faculty and staff, students, and professionals representing a
diverse range of academic disciplines, community, and governmental organizations. S/he will work in
collaboration with the Academic Leadership Team to develop the University’s annual operating budget and
advance its mission. Positions reporting to the Dean include the three School Directors as well as one
Associate Dean; an Assistant Dean; Program Director for the Initiative on Triple Bottom Line
Development; and Director of Development and External Relations. The College has a budget of
approximately $16.3M.

Key Opportunities and Challenges for the Dean of the College of Urban and Public Affairs

Following almost a decade of service to CUPA, Dean Lawrence Wallack will go on sabbatical as a Senior
Public Health Fellow at the Moore Institute at Oregon Health & Science University and a Senior Scholar
at the Berkeley Media Studies. Under his leadership, CUPA strengthened its relationships in Portland and
beyond, enhanced its academic and professional programs, further developed its identity and Schools and
added excellent and diverse faculty to its ranks.

The College of Urban and Public Affairs is now entering an important period of transition. Part of this
transition is coming in response to broader trends at PSU including changing patterns of enrollment, a
growing emphasis on developing innovative approaches to the delivery of programs, the introduction of
performance based budgeting, and the potential restructuring of university-wide governance. One of the
most important areas of transition is the University’s developing relationship with Oregon Health and
Science University, which includes the potential creation of a new joint School of Public Health. The
proposal for the new school represents one area emerging from a strategic alliance between the two
institutions. The ways in which the new School will be constructed in terms of potential programs, faculty
appointments, shared ownership, funding, and collaborations are still under discussion. It is expected that
Dean will be playing a key role in shepherding the College though this transition, helping to identify new
opportunities for growth, and leading the College’s effort to build and redefine its identity.


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Against this backdrop, the overarching challenge for the Dean will be to harness the energy of the CUPA
community, articulate a compelling and coherent academic identity and plan for strategic growth to
leverage PSU’s unique urban research role. It is expected that the Dean will engage fully with external
constituencies to further raise the visibility and engagement of the College and to develop a variety of
resources, including philanthropic, to support the College’s continued excellence and growth. Working
creatively to optimize funding, the Dean will lead faculty, staff and students in working together to
advance the vision and mission of the College. S/he will also lead the College into collaboration with the
other colleges in pursuit of building on PSU’s key themes. The Dean will lead the exploration of an
effective administrative, financial, and technical infrastructure that will support coherent growth and
innovation across the Schools. S/he will be able to walk the line between meeting the needs of faculty,
staff, and students; managing a fiscally-balanced enterprise poised for strategic growth; and representing
and advocating for the College within the University as whole, as well as within local and regional
communities In taking on this role, the Dean will face several key opportunities and challenges, as
detailed below:

Elevate CUPA’s identity as leader of the University’s urban theme.

Portland State University’s mission is to enhance the intellectual, social, cultural, and economic qualities
of urban life; the College of Urban and Public Affairs is uniquely positioned to be the face and center of
this mission. The next Dean will have the opportunity to raise and refresh CUPA’s profile and recognition
as a model of academic excellence in urbanism, engagement and a leader in building community
partnerships. Through increased interdisciplinary work within the College and throughout the University,
CUPA has the potential of leading the institution in efforts to integrate academic endeavors with applied
service. By leveraging pre-existing strong connections to local, city, and state government, and through
initiatives such as “First Stop Portland,” the next Dean will lead the College in developing strategic
portals and services to connect Portland's business, academic, and political leaders to the University in the
most mutually productive and coherent ways. For more information about First Stop, please visit
http://www.pdx.edu/fsp/.

Shepherd the College through transition and identify opportunities for growth

CUPA has enjoyed strength in its urban planning, public affairs, and community health programs for
many years, but as PSU evolves, the College will need to redefine and identify new areas of distinction
for the future. Recently, under the leadership of Provost Sona Andrews, Portland State University and
Oregon Health and Sciences University (OHSU) have embarked upon an ambitious plan to develop a
joint School of Public Health. While still in its planning stages, the aim is to have a joint school that
would draw from the strengths of both universities. Programs related to public health at PSU will most
likely migrate to the new school, though the format and structure is still to be finalized. This transition,
which will most likely include the School of Community Health, and some programs from the Hatfield
School, will occur during the next Dean’s tenure and the Dean will be instrumental in the successful
migration and collaboration of CUPA programs to the proposed joint PSU/.OHSU School. Therefore, the
next Dean must be able to lead the conversations, planning and developments for this transition; maintain
and grow a strong relationship with the new School of Public Health; and seek opportunities in redefining
the College’s identity so it emerges from the transition stronger. This may require developing new areas of
academic focus, and leading faculty in re-imagining the curriculum and the use of technology as an
educational tool. The University has started to pave the path for technological innovation and the next
Dean will be able to leverage University-wide initiatives modeled by the ReTHINK PSU
(http://www.rethink.pdx.edu/) program to support faculty in this work. In sum, the next Dean will lead
CUPA during a time of exciting transition and opportunity, and help the College and its Schools identify
future areas for growth and distinction in terms of programs, curriculum, and delivery.

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Lead CUPA’s enrollment management strategy in the new budgetary context

The Dean will be expected to navigate within an evolving budget strategy as the University responds to
the external changes in governance, economic conditions and market needs. These conditions require a
dean who can be data driven and entrepreneurial. PSU is moving towards a performance based budgeting
model which is impacting the role each dean plays with regard to the portfolio of enrollment
management, curriculum mix and program development, and resource diversification. In a university
environment where approximately 80 percent of funding now comes from student tuition (10 percent
from state support and 10 percent from auxiliaries), a strong skill set in leveraging the factors that impact
enrollment has become essential for a dean. This will require partnering with central University
administration to develop a plan for enrollment growth at the undergraduate and graduate levels,
formulating both long term and short terms goals, and developing corresponding marketing strategies to
deliver on the plan. The Dean will also need to oversee and evaluate the budgets of CUPA's three Schools
and the many centers and institutes. The nurturing of a transparent and creative culture for finding
synergies across Schools, including those that can control costs, will be needed. The use of technology
and optimal deployment of faculty talent will be keys to meeting budget expectations while paying
attention to academic excellence and critical assets and relationships. The Dean will need to communicate
internally the vision and practical application of the new budgeting model, while also serving as an
advocate to the administration for the College and its unique structure, programs and needs.

Lead student, faculty, and staff recruitment, support, and success

The Dean will seek to work with the Directors of the three Schools, faculty, and staff to support the
development of compelling and relevant programs that meet market needs and strategically strengthen
and deepen enrollment, position the College effectively with regard to other institutions, build the
University’s academic reputation and provide unique experiences for a diverse range of students in
scholarship, research, and service in the broadest sense. The Dean will be expected to plan funding
strategies and advocate for faculty, staff, and resources to support programmatic and technical advances in
addition to the space and technology necessary for success. While supporting faculty development and
encouraging funded research and partnerships with the community, the Dean needs to consider work load
implications and seek ways to open up precious capacity.

Student retention and support is key to CUPA's continued success and Dean should demonstrate
experience with curriculum planning for retention and consideration of student services needed, as well as
ways to fund them. With a substantial proportion of students enrolling as transfer students, the Dean must
pay close attention to the resources necessary to support an increasingly diverse student population.
Additionally, s/he will need to develop stronger data-driven tools and approaches to track student
outcomes. At the graduate level, the next Dean will also have to identify additional funding and resources
to make available to masters and doctoral students, in order to stay competitive with other universities in
providing students with the research and community engagement opportunities they seek and building the
depth of academic excellence.

Strengthen internal management, alignment, and communication

The Dean will ensure an effective administrative, financial, and technical infrastructure that will support
coherent and strategic growth and innovation within the College as it evolves. In addition the Dean will
need to create a culture of effective and transparent communication between central administration,
through CUPA leadership, and to and from faculty, staff, and students, so that the College can take a lead
in broader University-wide initiatives and opportunities. The Dean will also need to assess current
structures and divisions to ensure that the Schools, centers, and institutes within CUPA align in ways that
maximize the academic mission and best serve all constituencies, internal and external. In this way,


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CUPA’s structures will reflect and enhance its standing as a cohesive academic and service center for
policy and civic resources.

Translate external connections into fundraising opportunities

There is an exciting opportunity to leverage CUPA's position as the portal between PSU and the greater
Portland civic community into opportunities for greater visibility and fundraising success. Although
heavily engaged in specific projects with the community at a faculty, staff, and student level, the College
needs a Dean who can actively promote its strengths and identity at significant venues with key partners
in public affairs and policy, urban planning, and community health. The Dean needs to lead a
sophisticated response to public relations and be comfortable representing the College in a wide variety of
arenas. In strengthening key relationships in the community, region and nation, the Dean will be laying
the groundwork for major financial and in kind support for the College’s endeavors through partnerships,
philanthropic donors and through alumni support.

Fundraising effectiveness will be one measure of the Dean’s success. Fundraising is the key to obtaining
adequate support for scholarships and programmatic initiatives and for elevating the College’s impact
beyond the region. The Dean will need to work with the University’s development organization to ensure
that there is effective messaging and to provide attractive propositions for donors in terms of naming
opportunities and exciting programs that attract students. With the University embarking on the early
stages of a comprehensive campaign, experience with securing donations in a campaign setting will be a
distinct advantage.

Qualifications and Experience

The successful Dean candidate will be an experienced academic and administrative leader with a high
level of energy, enthusiasm, drive, and an engaging personality necessary to achieve ambitious goals. The
successful candidate will also bring many, if not all of the following professional qualifications, skills,
experiences, and personal qualities:

            •   An earned doctorate in an area related to one of the College’s disciplines, a record of
                recognized research, scholarship and teaching accomplishments sufficient to merit
                appointment as a full professor;
            •   Demonstrated ability to provide civic leadership and to successfully work with
                professionals in academic, community, and governmental organizations;
            •   Demonstrated commitment to professional, community-based and traditional education
                and scholarship;
            •   Financial acumen and proven abilities in budget and financial management;
            •   Commitment to and evidence of securing external support and/or fundraising;
            •   Demonstrated ability to facilitate collaborative relationships within the University, the
                College, alumni, and among community leaders;
            •   Evidence of successful involvement in development initiatives, including fundraising and
                external grant support;
            •   Appreciation and support for shared governance and faculty entrepreneurialism in
                research, teaching, and service, as well as a passion for engaging undergraduate and
                graduate students;
            •   Understanding of working in a unionized environment;
            •   Superior communication skills; the ability to articulate a compelling message to diverse
                audiences; clarity in written and oral presentation;


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            •   A record as a progressive and creative thinker with the ability to make clear, informed
                decisions;
            •   Willingness and ability to be a self-starter as well as a team player;
            •   Evidence of attention to issues of governance in a complex organization;
            •   Experience with accreditation processes and the assessment of learning outcomes;
            •   Honesty, integrity, enthusiasm, sense of humor, resilience, and a strong work ethic.
            •   A record that shows a meaningful commitment to and demonstrated accomplishment in
                issues around inclusiveness and diversity;
            •   A clear understanding of leading-edge methods and instructional technologies to support
                faculty and students in a large public university;
            •   The ability to discern and take into account his or her own world views and solve
                problems, make decisions, and resolve conflicts in a way that optimizes cultural
                differences for better, longer-lasting, and more creative solutions;
            •   A seasoned and demonstrated ability to take strong positions while working
                constructively with other University leaders;

Compensation and Location

Compensation will be competitive and commensurate with the successful candidate’s experience.
Portland State University is located in the heart of Portland, Oregon, which is frequently cited as one of
the nation’s most livable cities. Located on the banks of the Willamette River only 90 minutes from snow-
capped peaks of the Cascade Range in one direction, and the beaches of the Pacific Ocean in the other,
Portland’s bustling and vibrant downtown and waterfront are the heart of a metropolitan region with more
than two million people. Portland is home to a diverse collection of neighborhoods; Forest Park is one of
the largest city parks in the nation, with 5,000 acres of hiking and biking trails, a zoo, public gardens, and
beautiful old-growth woods. Within walking distance of the PSU campus are the world-class Portland Art
Museum, the Oregon Historical Society, a performing arts complex, and a concert hall. To learn more
about Portland, please see http://www.travelportland.com.

Inquiries, Nominations, and Applications

Portland State University is an affirmative action, equal opportunity employer, committed to the
development of an inclusive and diverse community. Candidates of all backgrounds are encouraged.
Screening of complete applications will begin immediately and continue until the completion of the
search process. Applicants should send a detailed letter of application, a curriculum vita, and contact
information for five references to 4793@imsearch.com. Electronic submission of applications and
correspondence is strongly recommended. Inquiries and nominations can be submitted to the same e-
mail address, or contact the search firm representatives at the address or phone number listed below.



                                          Deborah Hodson, Sabrina Singh,
                                          and Emily Chiswick-Patterson
                                          Isaacson, Miller
                                          1000 Sansome Street, Suite 300
                                          San Francisco, CA 94111
                                          Phone: 415.655.4907
                                          Fax: 415.655.4905




10
Appendix I: About Portland State University


Founded in 1946 as Vanport Extension Center to provide training for returning members of the armed
forces under the GI Bill, PSU has grown into a leading higher education resource for Oregon. The official
mission of Portland State University is to enhance the intellectual, social, cultural, and economic qualities
of urban life by providing access throughout the life span to a quality liberal education for undergraduates
and an appropriate array of professional and graduate programs especially relevant to metropolitan areas.
For a more detailed overview of how PSU has served its mission in recent years, please see
http://www.pdx.edu/oaa/our-academic-profile.

Student life at PSU is characterized by engagement in a wide variety of cultural, political, and academic
organizations, as well as a Division I athletics program, which together serve as important aspects of
building campus community spirit. In providing and expanding access to higher education for Portland
citizens, PSU enrolls a significant proportion of students from Portland, Mt. Hood and Clackamas
Community Colleges. In recent years, PSU has expanded its off-campus and non-traditional offerings
through distance delivery, Summer Session offerings, technology-mediated courses, and other variable
formats.

Portland State’s Downtown Location

The University has dramatically increased the quantity and quality of its physical resources over the past
decade, and is now home to 50 buildings across its 50-acre campus. The center of campus remains the
picturesque and tree-covered South Park Blocks, home to performances, farmers’ markets, informal
classes, and other activities year-round. Several new buildings have been completed, classroom space has
expanded by almost 100%, and there has been a significant improvement of laboratory facilities for both
research and education. Every major project, including both renovations and new construction, has earned
LEED (Leadership in Energy and Environmental Design) certification from the U.S. Green Building
Council.

Notable projects completed since 2008 include a $46.5 million renovation and expansion of the Science
Research and Teaching Center; construction of the Academic and Student Recreation Center, which also
houses PSU’s School of Social Work and the Portland City Archives, among other tenants; major
renovations of the historic Shattuck Hall (1915), home to the Department of Architecture; Lincoln Hall
(1912), home to PSU’s performing arts programs; and a new housing development, College Station,
which will add nearly 1,000 beds to campus when it opens in fall 2012. PSU is also a partner in the new
Collaborative Life Sciences Building, with Oregon Health & Science University and Oregon State
University’s School of Pharmacy, which will be the largest academic facility ever built in Oregon, when it
opens in 2013.

Portland State’s connections to the rest of the region are enhanced by public transportation services to the
campus, including light rail, numerous bus lines, Portland Streetcar, and extensive bicycle- and
pedestrian-friendly policies by the city of Portland. In 2010, only 1 in 4 faculty and students commuted to
campus alone by car.

Research Centers and Institutes

Portland State University researchers engage in nationally funded studies of topics ranging from
ecosystem services in urbanized areas, to juvenile justice systems, to improving the teaching of
mathematics and reading. Research expenditures have increased rapidly to $67.4 million in fiscal year
2012.

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Portland State University is home to numerous centers and institutes. The following involve multiple
colleges and departments and are administered by the Vice President for Research and Strategic
Partnerships: Center for Electron Microscopy and Nanofabrication; Center for Interdisciplinary
Mentoring Research; Institute for Sustainable Solutions; Materials and Manufacturing Research Institute;
Oregon Transportation Research and Education Consortium; and the Survey Research Lab.

Other centers and institutes are administered by individual academic units: Center for Health and Social
Inequality Research; Center for Lakes and Reservoirs; Center for Life in Extreme Environments; Center
for Public Health Studies; Institute on Aging; Institute of Portland Metropolitan Studies; Criminal Justice
Policy Research Institute; Regional Research Institute for Human Services; Research Center on Inclusive
and Effective Educational Practices; Autism Training and Research Center; Center for Urban Studies;
Center for Spatial Analysis and Research; Population Research Center; Center for the Improvement of
Child and Family Services; and the Oregon Center for Career Development in Childhood Care and
Education.

PSU also participates in statewide signature research initiatives, to which it contributes researchers and
shared facilities: the Oregon Nanoscience and Microtechnologies Institute; Oregon Built Environment
and Sustainable Technologies Center; and the Oregon Translational Research and Drug Development
Institute.

External Partnerships at PSU

Portland State University has a long history of community engagement that dates back at least to the early
1990s, when the University Studies curriculum was first adopted, and of which community engagement is
a central tenet. More than 8,200 PSU students, faculty, and staff annually engage in community-university
partnerships each year, through academic courses, research, and other service efforts worldwide; between
2007-2009 7, the economic value of volunteering by PSU students was worth more than $25 million of in-
kind service. Many PSU students engage in community-based learning through Student Leaders for
Service, a nationally recognized student service leadership development program. 8 The University’s
community activities demonstrate its commitment to “let knowledge serve” local, regional and world
communities by practicing, testing, and applying theories to address compelling social, environmental,
and economic issues.

The University has begun to establish more formal partnerships with other key entities throughout the
region, including Oregon Health & Science University, Portland General Electric, and the Cradle-to-
Career network of schools, government agencies, social service providers, and businesses.

Service-based Learning

PSU is proud to have received virtually every national award for civic engagement and community-based
learning; the university’s leaders coined the term “Metropolitan Collaborative Model,” to describe their
efforts to build alliances with educational, cultural, civic, social, business, and high tech partners. The
University’s dedication to community-based learning has earned distinction from such sources as U.S.
News and World Report, which recognized PSU for an undergraduate curriculum “that leads to student



7. This monetary calculation is based on the Independent Sector's valuation of volunteer time.

8. For more about SLS, see http://www.pdx.edu/cae/sls.



12
success,” the Princeton Review, the Carnegie Foundations for the Advancement of Teaching, and the
Corporation of National and Community Service.


Life and Health Sciences

The goal of this initiative is to build on strengths in STEM (science, technology, engineering and math)
and health science disciplines to enhance PSU’s collaborations with OHSU, community hospitals, and
health and bioscience businesses and organizations. Doing so will foster economic development,
efficiencies in health care delivery and improve public health in the metropolitan Portland area and
throughout Oregon. Two of the key near-term initiatives include development of a collaborative School of
Public Health with OHSU and completion of the Collaborative Life Sciences Building in Portland’s South
Waterfront area, bringing researchers, educators and students from OHSU, PSU, and Oregon State
together in one easily accessible location.

Sustainability

PSU serves as a leading academic laboratory for developing sustainable processes and practices, using
multi-disciplinary approaches in partnership with business, government, and non-profit organizations. Its
approach spans traditional academic disciplines, and integrates campus and community projects and
student activities. The Institute for Sustainable Solutions serves as PSU’s focal point for this work, funded
in part by a ten-year, $25 million challenge grant from the James F. and Marion L. Miller Foundation.

Cradle-to-Career

The “Cradle to Career” initiative, from early childhood education to career readiness, is developing
community consensus around a set of educational and student support goals, and coordinating community
efforts to achieve them. The goal is to create a seamless, efficient and effective educational system for the
Portland area. Spearheaded by faculty at PSU, this initiative has gained significant momentum over the
past year with endorsements from Portland’s Mayor and other community and educational leaders
throughout the region. The Portland Schools Foundation has been assigned the lead for governance and
implementation; PSU will work with the Foundation, school districts, government and social service
agencies, and private partners.

Internationalization

PSU has developed several innovative programs intended to help the institution to extend its work around
the globe. Through increased recruiting and student support services, PSU has increased its high
international student enrollments in the face of tighter visa regulations and other disruptions. The
University also operates a student residence in which U.S. and international student roommates are
paired, and has signed several “Memoranda of Understanding” with programs in Japan, Korea, Vietnam,
China and India. PSU frequently hosts visiting scholars and delegations from around the world, growing
international connections with its leading programs and providing opportunities for faculty and students
to travel abroad for research and learning.

Diversity and Inclusion

The Pacific Northwest has traditionally been considered relatively limited in its heterogeneity, but that is
rapidly changing, particularly in the Metro Portland area. PSU has a deep commitment to diversity, equity
and inclusion as core institutional values, and has many existing initiatives to increase diversity across the
student body, faculty, and staff. The University hired a Chief Diversity Officer, and has a dedicated Office

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of Global Diversity and Inclusion, which leads a wide range of programs at PSU and works to align the
progress of these programs as part of a cohesive effort to build a more talented, inclusive, global
community at PSU. The Chief Diversity Officer advocates and advises the PSU community on recruiting
qualified and globally diverse talent, retaining new colleagues, and maintaining a welcoming academic
environment. PSU has been making efforts to recognize and celebrate its cultural, racial, sexual, religious
and ethnic variability as evidenced by the following link: http://pdx.edu/diversity/u-belong-profiles.




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